When Kraft Foods embarked on an important program to re-define its corporate purpose, vision and values, they decided not do it in a closed meeting room in Chicago but instead open up the process and
Senior managers are often reluctant to break rank and suggest bold new ways of working or indeed to back their colleagues in taking such decisions, preferring to stick to the safe, tried and tested mi
Last week, Nokia's new CEO Steven Elop wrote a scathing memo to his team at Nokia, describing the company's declining market position in mobile phones as a "burning platform". Such direct and blunt language is unusual in most corporate settings, and shows how seriously Elop views Nokia's troubles...
Only a third of excellent companies remain excellent over the long term. Even fewer change programs succeed. These are the facts, yet these need not be the odds of success for your organization. Insightful advice (beyond common sense) and pragmatic methods (readily applicable) are available to help...
If you really want change, and lasting change, in your company, find a way to access and ignite those with the most desire for the change and not just those with the most qualifications. Use you
This is the third in a series of posts adapted from Scott Keller & Colin Price's new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage . The first post described two counter-intuitive insights about creating lasting change in organizations -- that common...
Catalytic leadership helped a Swedish CEOintroduce organic, self-organizing principles,which helped save the company and pavethe way for international success.Clearly, theguidelines presented are not
Dell VP James Franklin talks with Gary Hamel about the impact of social media on today's organizations and the expectations of a workforce that is growing up on the web.
